Search results

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001204. When citing the article, please cite: Joseph L. Badaracco, Jr, Richard R. Ellsworth, (1991), “Leadership, Integrity and Conflict”, Journal of Organizational Change Management, Vol. 4 Iss: 4, pp. 46 - 55.

Joint ventures aren't usually thought of as being faster ways to exchange know‐how than acquisitions. But alliances are sometimes the only way to speedily transfer a successful company's “embedded knowledge.”

Based on research derived in part from interviews with chief executives of seven large firms, it is proposed that integrity is the executive behaviour that leads an organisation to outstanding performance. This is reflected in a consistency of personal values, daily actions and organisational aims that facilitates the successful resolution of conflict, and of management and business dilemmas; and, thus, promotes organisational success.

The paper explores the potential of Mythodrama as a leadership learning intervention. It suggests that the new leadership capabilities required for future organizational success, can be built with this methodology.

Henry V – Shakespeare's greatest inspirational leader – is used as case study to explain the Mythodrama methodology and some of the lessons that can be learnt about leadership from Henry's story.

Mythodrama is a powerful intervention for learning and rehearsing leadership behaviors. Great leaders have a repertoire of styles and demonstrate judgment about which style is relevant to the context. Authentic leadership requires self‐knowledge, belief and commitment, there is the potential to explore these personal traits through the mythodrama methodology.

Effective leaders are increasingly recognized as one of the most valuable assets of the organization. Hence, truly transforming learning methodologies – those that can touch people personally and deeply – promise to add future value to organizations that employ them.

Introduces and explores the potential of a leadership learning intervention. Explains how the methodology works and describes some of the skills and behaviors leaders can rehearse.

Customer relationship management, or CRM, is a new management concept ‐ a new approach ‐ to managing customers. CRM is about the management of technology, processes, information resources, and people needed to create an environment that allows a business to take a 360‐degree view of its customers. CRM environments, by nature, are complex and require organizational change and a new way of thinking about customers ‐ and about a business in general. Creating such an environment requires more than adequate management of the customer relationship or new technologies, it requires new forms of leadership as well. Customer relationship leadership, or CRL, is a new model that leaders can embrace to recreate or readjust their leadership styles in order to foster an atmosphere in their businesses to adopt and practice the principles of CRM. While CRM environments improve business performance, initiatives undertaken in this new management field require sound leadership as well. CRL is a recommended approach to bridge the gap between a CRM vision and its reality.

In 1979, the company's Annual Report stated that Monsanto operations included “more than 180 manufacturing plants, laboratories, and technical centers in 20 nations. The company's products [were] sold in 123 nations.” According to the April 30, 1984, Fortune, “Monsanto hit its nadir in 1980; though sales increased 6 percent to $6.57 billion, earnings plunged 55 percent to $149 million….[The company] lost over $300 million on old‐line businesses, with fibers and styrene proving the worst performers.” Its return on stockholder equity was 5.3 percent.

Mergers, frequent and disruptive business practices, are increasing in the U.S. and abroad. A qualitative inquiry of a newly‐merged travel agency revealed six acculturation themes: identity, reputation, leadership, membership, information, and appearance. These themes suggest an acculturation agenda for the long period of turmoil that follows a merger.